Development of Germanium Detector Simulations with the Geant 4 Toolkit
THE GEANT CASINO
Transcript of THE GEANT CASINO
TTHHEE GGEEAANNTT CCAASSIINNOOHYPERMARKET OF TOMORROW
J. DUBOC
Executive Managing Director, Hypermarkets
OVERVIEWVision
ChallengesConcept-based differentiationOperating excellenceImproving margins
Performance of the Pessac hyper
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2007 KEY FIGURES
113 stores
Market share stable at 3.7%
2006 20072006 2007 2006 2007
6,294 6,299
172 171
2.7%2.7%
— OPERATING MARGIN —— TRADING PROFIT €m —— NET SALES €m —
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GÉANT CASINO HYPERMARKETS FROM 2005 TO 2007
Sales excluding fuel have been flat for the past 3 years
NB:base 100 in 2005
— HYPERMARKET SALES INDEX —
100 100.3100.4
2005 2006 2007
+ 0.3%
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•From 2003 to 2007, the total retail area of speciality apparel superstores rose by 30%
•This channel represents 70% of total [HM+ speciality superstore]retail space
•From 2003 to 2007, the total retail area of speciality GHG* superstores rose by 17.5%
•This channel represents 90% of total [HM+ speciality superstore]retail space
GÉANT CASINO HYPERMARKETS FROM 2005 TO 2007
Non-food sales are being hit by more aggressive competition from speciality superstores and need to build a new model
* General Household Goods
Overview
VISIONChallenges
Concept-based differentiationOperating excellenceImproving margins
Performance of the Pessac hyper
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VISION
Our customers are clearly identified:
• 73.6% are women
• 40.6% are more than 50 years old (of whom 25.5% are single-parent)
• 52.6% do not have any children
We are therefore going to make our concept more modern and more feminine with:
• A friendlier, more consistent, more modern visual identity
• A more woman-oriented shopping experience, with a focus on clothes and household goods
Overview
Vision
CHALLENGESConcept-based differentiationOperating excellenceImproving margins
Performance of the Pessac hyper
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A COMPREHENSIVE CONCEPT, REFLECTING OUR THREE-YEAR PLAN
The 2008/2010 strategic plan expresses the strategic vision of how our concept will evolve, based on three simple, yet powerful ideas:
Concept-based differentiation
Operating excellence
Improving margins
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The Géant Casino concept (the Pessac model) is designed to set the standard in three core store sections:
Apparel
Household goods
Fresh products
CONCEPT-BASED DIFFERENTIATION
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APPAREL
A differentiating layout• Store opens onto women sections, our primary customers• A highly differentiating atmosphere, combining lighting, floor treatment,
furniture and colour scheme
A frequently renewed offering, showcased in a dramatic setting• 2 collections per season, each comprising 3 to 4 styling themes• Cross merchandising highlighting the primary offering and its accessories
Increased global sourcing• Purchases up 31% in euro terms at end April 2008
Optimised merchandise management• Introduction of software to optimise merchandise flows• Optimisation of stocks with supply-chain excellence• People: enhanced professionalism and training in merchandising,
products and sales techniques
CONCEPT-BASED DIFFERENTIATION
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HOUSEHOLD GOODSCONCEPT-BASED DIFFERENTIATION
Differentiating layout• Small appliances, household linens and household furnishings (tableware,
kitchenware and bathware) combined into a single section at the store entrance
An attractive, modern offering• Increased private-label presence, in particular with exclusive lines intended
for the three clearly defined targets: young families, seniors and women• An aligned household furnishings offering• Different merchandising, similar to speciality retailers
Increased global sourcing• Sharp increase in both always-in-stock and seasonal imports,
as well as during In & Out promotions.• Purchases up 62% in euro terms at end April 2008
More frequent promotional campaigns and more dramatic product presentations
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FRESH PRODUCTS
Return to our traditional expertise in fresh productsStrong, differentiating concepts
• Showcasing value-added products and service stands in dramatic settings
Ex: bakery, butcher, fruit & vegetables• Development of self-service sections,
to make buying easier
Operating excellence and quality• Rapidly extending our concepts• Ambitious training plan
Improved offering• Differentiation through greater choice• Focus on product quality and freshness• Aligned with changing shopper behaviour by
section and store• Stepped up marketing dynamic
CONCEPT-BASED DIFFERENTIATION
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DUNNHUMBY
Shaping our marketing mix with customer knowledge:
• In-depth understanding of our customers, store by store, based on a lifestyle segmentation. This makes it easier to:
• Adjust the offering
• Improve pricing
• Target our direct marketing
• Adjust store layout
Strengthen our store employees’ customer-oriented culture
OPERATING EXCELLENCE
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OPERATING EXCELLENCE
LOYALTY PROGRAMME
Objective: increase the number of loyal customers
• By improving the loyal customer retention rate
• By transforming occasional customers into loyal customers
• By acquiring new customers, especially via the payment card
To meet it, our loyalty action plan is organised around:
• Using the dunnhumby approach to deliver a personalised offering to every customer, depending on his or her shopping behaviour
• Selectively sending mailers and coupons for loyal customers
• Increasing the programme’s “generosity” in Smiles points and rebates
• Encouraging people to redeem their Smiles
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OPTIMISING THE OFFERING
National brands• Improving choice (amount and quality)• Aligning the offering to each store’s customer profile• Slotting innovations more quickly
Private labels• Expanding the offering and number of items (e.g. launch of Casino Délices)• Developing non-food private labels• Increasing private-label shelf prominence:
• At hand and eye level• Across the entire shelf (from right to left)• Near the leading national brand to enhance perceived savings
Value lines• Dedicated advertising of our low-price commitment• Dedicated shelf signage• Highlighted in promotional spaces
OPERATING EXCELLENCE
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REFRIGERATED PRODUCTS
Expanding shelf space• Significantly increasing dairy and deli shelf space to proactively respond
to changing shopping patterns• Adding new frozen food lines to the meat and fish sections• Installing category signage to facilitate the buying decision
Quickly increasing product choice• Making the product offering a strength and source of differentiation
by increasing choice of products, especially in trendy new segments like snacks and ready-to-eat products
• Building the strategy around the private label and innovation
Intensifying in-store marketing resources• Increasing the number of marketing campaigns • Organising promotional campaigns and events outside shelf areas,
with massive exposure
OPERATING EXCELLENCE
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PRICING
The new pricing policy is designed to offer:
• The lowest prices on a selection of 2,700 products, covering 42% of the average basket and 61% of the price-sensitive basket (dunnhumby analysis)
• The best prices on PRIVATE LABEL and VALUE LINE PRODUCTS
• Market prices on NATIONAL BRANDS
IMPROVING MARGINS
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ORGANISATIONAL SYNERGIES BETWEEN GÉANT CASINO AND NON-FOOD ITEMS
Merging upstream and downstream into a single organisation:
Shifting to a category management process empowering teams to drive performance in a range of financial parameters: Sales - Margins - Costs - Trading profit
• Sourcing• Innovation• Process
• Purchasing• Assortments• Offering Marketing• Collections• Concepts
• Sales• Operations• Price marketing - Promotions –
Loyalty – Advertising
Senior Management• Géant Casino• Casino non-food• Global sourcing
Senior Management• Géant Casino• Casino non-food• Global sourcing
Global sourcingGlobal sourcingNon-food processesNon-food processes
Géant Casinocorporate
Géant Casinocorporate
IMPROVING MARGINS
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INCREASING THE PRESENCE OF DISTANT IMPORTS
A new, faster, more efficient organisation aligned with the organisation for France and structured by category instead of country.
New objectives for the Group, with the goal of improving the always-in-stock offering, promotional opportunities and margins
Increasing Global Sourcing by 60% by 2010.
Global SourcingGlobal Sourcing
ApparelApparel Food Food OperationsOperationsFinance
& Manag’tFinance
& Manag’tGHGGHG
IMPROVING MARGINS
Overview
Vision
ChallengesConcept-based differentiationOperating excellenceImproving margins
PERFORMANCE OF THE PESSAC HYPER